The best leaders do what they say, believes the joint chief executive of Pacey, the childcare charity

LIZ BAYRAM became chief executive of Pacey (Professional Association for Childcare and Early Years), formerly the National Childminding Association, in 2005. She has shared the role with Catherine Farrell since 2009. Bayram, 47, was born and brought up in Farnborough, Kent, and attended Hatton School for Girls in Sevenoaks. After reading economics and social history at Hull she took a diploma in journalism at City University, London. She was editor of Travel Bulletin and deputy health and consumer editor at Best magazine before joining the Department of Trade and Industry in 1991 as a press officer. She moved into the charity sector as head of communications at Asthma UK in 1995 and became head of press and PR at the Royal Society in 2001. Bayram joined the National Childminding Association as director of policy and public affairs in 2003. She spoke to Andrew Lynch.When did you first become a boss and how did it feel?My very first job as a boss was when I started at Asthma UK. At that time transferring to the voluntary charity sector was quite difficult, so I was a volunteer first and ran a small event to prove my organisation and people skills. Asthma UK was an organisation that gave individuals confidence in their ability and capacity to grow. I had mixed feelings of great confidence as well as fear of whether I could do the job well.What have you learnt about leadership and how has your style evolved?You need to adapt your leadership style to the environment you are in. The strongest leadership principle is being somebody who does what they say, not just expecting other people to do it. You have to have a very strong sense of where you want to get to and have that vision close to your heart. That is why I have worked in organisations that have a strong connection with the members or the beneficiaries they are working for.Have you been inspired by any one person or theory?Lots of people through my career, but Melinda Letts, who was the chief executive at Asthma UK, inspired me in different ways. She saw my potential and gave me opportunities to grow. She showed me that you have to be focused on your vision for strong leadership to work. Every organisation can fill you with distractions that can stop you focusing on where you are trying to get.What’s the worst part of managing — and the best?They are one and the same thing for me. The best part is supporting people through change — having a sense of what needs to be done differently and helping to share that vision. But that is also the worst part because change can be challenging and difficult for some people.What do you look for when hiring senior staff?Evidence from what they tell me or have done that they are up for broadening or stretching their skills. I don’t look for a readymade package.Is there one question you want answered in job interviews?I always ask where they need to grow and evolve their skills.What’s the best career advice?When I applied for this job I spent a lot of time worrying about whether I had the right skills and experience. Melinda Letts told me that what matters most when you lead an organisation is whether you have the stamina and determination to do it and remain focused.Managers or MBAs?Managers. MBAs give you a lot of knowledge but it’s not the same as having to do the job.